Public House and Beverage Management: Key Principles and Issues

Citation

Ingram, H. (2002), "Public House and Beverage Management: Key Principles and Issues", International Journal of Contemporary Hospitality Management, Vol. 14 No. 1, pp. 48-49. https://doi.org/10.1108/ijchm.2002.14.1.48.1

Although the number of public houses has been on the decline in the last two decades, pub catering remains the most popular eating‐out market in the UK. Although pubs, clubs and bars employ 50 per cent more people than hotels and 20 per cent more people than restaurants, licensed retailing features little in most hospitality undergraduate courses. This is a great pity because the pub sector offers lots of opportunities for young people in an industry that is striving to professionalize its practice. A recent article in the International Journal of Contemporary Hospitality Management by Alistair Mutch (2001) suggests that public house management has, in the past, been a “stairway for the unskilled” but that the industry is currently seeking to attract a more educated workforce. Sadly, higher and further education licensed retailing courses often do not attract large numbers of students, perhaps because of the lack of literature and research in this area. As such, this book by academic staff at the School of Hospitality, Tourism and Leisure at the University of Wales Institute, Cardiff is a welcome addition to a limited library. Originally designed for HND students in licensed trade management, this comprehensive text gives an introduction to the structure of the modern licensed trade and some key issues in the management of public houses.

The first chapter chronicles the history of the licensed trade industry from ancient Egypt to the present day in the UK and, like the other chapters, offers a summary of the key propositions, some questions and a short case study. Chapter 2 looks at the facts and figures of the modern industry with some interesting (but often dated) tables of information. Next follow chapters on the effects of the law and the marketing function. Chapter 5 offers much practical information to the aspiring publican with “hands‐on” advice that has been honed over time by the authors. There are sections on drinks provision and food and other services with industry examples in plenty. Subsequent chapters address key concerns in managing human resources and profit. I am pleased to see the inclusion of a chapter on the challenges of the licensed trade industry, addressing thorny issues such as managing violence, premises design, under‐age drinking, drugs and environmental issues. These are the real and ongoing challenges in managing pubs and there are no easy answers. The ninth and final chapter looks at careers in the industry and produces a useful list of courses, organizations and contact addresses for interested parties.

In summary, this is a solid and practical book whose content has been refined over years of delivery by subject specialists. One might criticise the dated information or suggest that the focus is too UK based, but the book clearly serves its intended market for students and practitioners. If the licensed retailing industry continues to change at the same rate since the 1989 Beer Orders, there is an even greater need to keep up to date with developments as well as provide an informed commentary on future issues. Pubs are still important to community social life, but their management is becoming ever more complex. This book is an informative and accessible addition for an industry that is often taken for granted, but that deserves to be taken more seriously.